Global Payments UK is a payment provider based in Leicester with c380 employees.

The 2013/14 employee surveys and focus groups evidenced key themes for improvement as:
• One to one communication between managers and their team members
• Building management capability
• Managing messages honestly and with integrity at all levels

As a result, the Senior Management Team created and launched ‘Our Culture’ – a list of values and behaviours to be demonstrated by ‘you’ (employees) and ‘me’ (line managers).

All employees attended a one day launch event in November 2014 providing tools and techniques to support them in consistently demonstrating the values at work.
 

 
Key Measures of Impact:
• 93% of participants agreed or strongly agreed to adopt the learning from the launch back in the workplace.
• Organisation Engagement score rose from 59% to 68 % within 12 weeks
• 18% increase in employees believing positive cultural change would happen as a result of Living Our Culture
Key Behaviour changes evident:
• Increased ownership and accountability as employees are more solution focussed
• Written communications have noticeably improved by focussing on positive language
• Employees have instinctively applied the methodology behind the values to the way we communicate with our customers
 

 
Global Payments UK partnered with Mary Gober International to ensure the Living Our Culture launch was effective and innovative. The programme focused on the impact of mindset on our individual behaviour and how the words and language we use reflect this.

Two, one day company-wide events were held in November 2014. 40 ‘Global Gurus’ hosted tables at the launch event and have supported follow up embedding activities.

Activities continue with monthly resources provided for individuals and teams as well as measures being written into Performance Management for FY16.

The visual branding used has further enhanced this messaging.
 

 
The transferrable learning points from our experience are summarised below.
• Involve as many individuals as possible, at as many levels as possible, as soon as possible!
• Embedding activities are critical as the change process takes time
• Measure progress right from the start to keep things on track
• Culture change is organisation owned – HR/L&D are supporters, not drivers
• Talk to other organisations who have run similar programmes to benefit from their hindsight and best practice